David Pott Email & Phone Number

Multi-site responsibility with 8 direct reports and a combined production staff of 750 employees with annual sales of $680M. Provided direction to facilities, promoted continuous improvement, team building and employee involvement to address safety, quality, productivity and cost reduction issues· Established Processes and Best Practices to improve KPI’s· Increased Employee Engagement Scores YOY by 20% (3.37% to 4.05%)· Developed steering teams to focus on top 3 improvement items with involvement of hourly team members· Resulted in turnover improving by 64% YOY· Capital funds provided to plants to improve employees daily experience and community support – voted on by hourly members· Improved Total Recordable Incident Rate (TRIR) from a 1.52 to 1.40· Implemented employee driven safety teams through WLS· Established daily expectations and communications· Daily GEMBA walks with hourly employees· Reduced Gross Claims YOY by 5%· Established bi-weekly meetings with each plant to focus on quality metrics and pareto top 5 reasons for claims· Used A3 tool to drive the improvement with accountability through plant leadership· Improved Net Scrap YOY by 2%· Partnered with Technical and developed best practices to increase reprocessed material back into product to off-set virgin resin prices· Daily focus on reprocessing output and in-line reprocessing to decrease sale of material to outside vendors· Challenged daily production which drove a 3.7% output improvement· Outputs helped support an 11% improvement in operating expense per pound· Implemented a pounds per die measurement for blown film lines to challenge current outputs· Best practice team and training created to drive and sustain improvements with the support of scheduling to optimize· Established new SOC’s and audits to ensure increases were maintained

Managed a production salaried staff of 7 individuals and 472 Union hourly employees with annual sales of $248M. Provided direction to facility, promoted continuous improvement, team building and employee involvement to address safety, quality, productivity and cost reduction issues.· Established steps to change the culture of the facility· Implemented Safety Pillar to engage hourly workforce to resolve issues and take ownership of issues resulting in an injury free facility for over 670 days.· Increased the leadership of the supervisor level by requiring a daily safety/performance meeting with each shift. End result was improved communication and leadership of team resulting in a positive trend on waste, safety, and OEE.· Implemented a Progressive Quality Pillar to focus on top waste items resulting in a 5% waste improvement year over year. The Pillar deploys cross functional teams that identify high waste specs and use lean tools to improve.· Selected to participate in a Leader Broadening Program consisting of 45 employees nominated out of 19,000 employees. The purpose of program is to prepare participants to take on senior leadership roles in the future. Training included participants from 12 countries.

Managed a production salaried staff of 6 individuals and 70 Union hourly employees with annual sales of $80M. Provided direction to facility, promoted continuous improvement, team building and employee involvement to address safety, quality, productivity and cost reduction issues.· Established steps to change the culture of the facility· Implemented hourly safety committees to engage hourly workforce and focused on accountability of rules resulting in zero accidents.· Implemented a recognition program for hourly employees that reward employees that provide ideas to reduce waste, improve performance or reduce exposures to injuries. This process has resulted in an increase in hourly involvement in day-to-day decision making.

Managed a production salaried staff of 8 individuals and 70 Union hourly employees with annual sales of $46M. Provided direction to facility, promoted continuous improvement, team building and employee involvement to address safety, quality, productivity and cost reduction issues.· Facilitated the successful relocation of $46M business to Neenah from Menasha while ensuring no interruptions to the customer.· Divided the transition into 12 teams and assigned leaders to manage the $16 M project with a detailed Gantt chart and weekly budget review meetings.· Adjusted workforce to a 24/7 continuous operations to increase production requirements during the pre-build phase.· Established new expectations for hourly workers that included flexibility of daily responsibilities.

Managed a production salaried staff of 13 individuals and 240 Union hourly employees with annual sales of $132M. Provided direction to facility, promoted continuous improvement, team building and employee involvement to address safety, quality, productivity and cost reduction issues.· Reduced waste by $475K from previous year through CI projects focused on large volume products with involvement of hourly driven focus teams with minimal to no capital.· Managed teams responsible for manufacturing savings of $3,189M. The gains were the result of material substitutions, waste improvements and manufacturing efficiency gains.· Lead the transition of a traditional Union workforce to a self-directed team environment. Fostered the self-directed work team environment through training and continuous reinforcement. Instrumental in the selection of Team Leaders, goals, training and timelines.

Managed a production salaried staff of 6 individuals and 90 hourly employees. Provided direction to facility, promoted continuous improvement, team building, and employee involvement to address safety, quality, productivity and cost reduction issues.· Participated in the planning and start-up of a $14-million-dollar project that consisted of the installation of four W/H - 10 color flexographic presses.· Leader of several teams that initiated the transition of a traditional workforce to a self-directed team environment. Fostered the self-directed work team environment through training and continuous reinforcement.· Initiated a focus on print defects in the Flexo Department that resulted in an improvement of $78,000 from previous year. The improved quality was due to education of the production worker, reaction to employee recommendations and accountability for production.